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Guide to Media Intelligence

The Savvy PR Pro’s

2 The Savvy PR Pro’s Guide to Media Intelligence

Table of Contents

A Note to the Savvy PR Pro 3About the Author 3

Let’s Redefine Media Intelligence 5Traditional Media Intelligence Is No Longer Smart Enough 5Look Beyond the Firewall for Outside Insight 5

If a Tweet Falls in the Forest... 8Digital Breadcrumbs & Shared Knowledge 86 Social Listening Tips for PR 9

We Need Answers, Not Data 11Quality Is Simple, Not Easy 11We Need Answers, Not Data 12

Why Engagement Matters 15Trust Me, I’m Not a Professional 16An Indirect Pitch Can Be a Strike 17

Measure What Matters 19Vanity Metrics vs. Actionable Metrics 193 Steps to Measuring PR 20Competitive Benchmarking 22

A Final Note to the PR Pro 23

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If you’re a PR professional charged with man-aging your company’s reputation, it’s not news to you that we’ve lost control of the message. Social technology has fundamentally changed the way that people communicate – and, con-sequently, our communications programs have had to change along with it.

The current communications landscape is dynamic to the point of being chaotic, and cutting through the clutter to understand the real measure of a brand’s reputation is more challenging than ever. This last is a particu-lar pain point when it comes to KPIs: proving the success of a messaging program has never been straightforward, and if you’ve been on the softer side of marketing for some time (as I have), I’ll guess that you’ve had to endure se-nior executives raising eyebrows and questions as to what “success” is. Hey, quantifying the qualitative isn’t easy.

Here’s some good news: modern media intel-ligence can give us what we need to be more strategic in our communications approach – and with a more strategic approach, hard

analytics for the C-level are one of the payoffs. While “strategic” is somewhat of a buzzword these days (it’s apparently the grandkid of yesteryear’s “proactive”), when I use it, I mean it: crafting a thoughtful program based on hard data that leads to deliberate action is well within the grasp of the modern PR pro.

This guide will redefine the notion of media intelligence and tell you why it matters in your day-to-day. It’ll also include some practical applications to help you both improve and un-derstand your performance so that you’re in a better position to prove out the success of your program to your higher-ups.

If you have a different job function, you might check one of our other media intelligence guides, aimed specifically at the Marketing Generalist, Social Media Manager, and CMO.

Onward!

Chapter 0

A Note to the Savvy PR Pro

Leslie Nuccio is the lead Content Strategist at Meltwater. She’s been in digital marketing for longer than she’d care to admit, and immersed in the wild world of user-generated content since 2003. When she’s not nerding out on mar-keting and technology, you can generally find her entertaining her 4 year old or hiking with one of her dogs.

About The Author


How Technology HasChanged the Industry

Part 1


Traditional Media Intelligence Is No Longer Smart Enough

It’s time to redefine the notion of media intelli-gence.

Typically, when we’ve talked about media intel-ligence in PR circles, what we’ve actually been talking about is media monitoring. In fact, the first result when Googling “media intelligence” is the Wikipedia entry for “media monitoring service,” which reads as follows:

A media monitoring service, a press clipping service or a clipping service as known in earlier times, provides clients with copies of media content, which is of specific interest to them and subject

to changing demand; what they provide may include documentation, content, analysis, or editorial opinion,

specifically or widely.

Traditional media intelligence provided us a historical view as to what was being said by journalists on traditional news outlets. This narrow perspective gave PR no good way to understand whether our messages were be-ing heard, making it difficult to understand the overall impact of our communications

programs. With that in mind, I’ll go ahead and propose that the “media intelligence” of yesterday, while informative, wasn’t actually intelligent.

Look Beyond the Firewall for Outside Insight

Today’s media intelligence is a different ballgame, out of necessity: our media landscape has changed drastically since the first tweet paved the way for dynamic, real-time, 140-character public opinion.

Those of us who have been in communications for a while know the reality: we’re not lacking for information. In fact, there is an ever-grow-ing real-time pile of data around us in the form of articles, blog posts, tweets, Facebook posts, emails, and comments as well as stories our competitors earned and who said what about those.

Chapter 1

Let’s Redefine Media Intelligence

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Chapter 1. Let’s Redefine Media Intelligence


This is to say that we have plenty of information. It’s just not easy to dig through it to understand our im-pact.

The good news is that the right media intelligence tools can help us sort through the noise to prove out what we already know: while it’s still important to look at the information we have witin our own firewalls and those of our media channel partners (impression numbers, for example) that information is much more powerful in context.

With that in mind, our marketing will be increasingly shaped by the knowledge derived from qualitative online data living beyond the firewall: this is “outside insight.”

This new wave of media intelligence enables modern PR professionals to do four things that tradi-tional media intelligence didn’t:

1. Listen to everyone at once: sophisticated monitoring technology can scan millions of sources in real time. The notion of “coverage” changes significantly with this sort of dynamic and comprehensive source base. We can monitor well beyond traditional media sources to see what’s being said on blogs, social media sites, comment fields, review sites, and pretty much anywhere someone is posting their thoughts outside the firewall.

2. Understand the big picture: by having access to billions of sources of data crunched down into di-gestible reporting, we can connect the dots to arrive at timely business and marketing insights in a way that wasn’t previously possible.

3. Spur quality engagement: modern communications is about delivering the right message to the right person at the right time – and that person may or may not be a journalist. Understanding who’s say-ing what and where is the first step to qualifying our outreach programs.

4. Benchmark ourselves: because we’re talking about public data, we can conduct the same analysis on our competitors that we’re applying to ourselves. This goes well beyond “who got more Google alerts,”

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Chapter 1 - Let’s Redefine Media Intelligence


performance, understand trends, and drive communications and business

strategy.

so rest assured that the next time someone emails you a competitor’s earned media, you’ll already be armed with an answer.

One huge advantage of using outside insight in story-driven disciplines like PR is that our programs have always been about the conver-sation. We were just limited to listening to a few at a time, until social technology showed up and radically transformed communications into something taking place in the public eye.

Having the intelligence to thoroughly under-stand those public conversations is what up-levels our communications efforts into smart, deliberate programs. It also enables us to provide clear value to the rest of the organiza-tion by giving us the tools we need to manage, measure and report up on what matters.

And so, let us redefine media intelligence:

Media intelligence uses data science to analyze public social and

editorial media content. It refers to solutions that synthesize billions

of online conversations into relevant insights that allow organizations to measure and manage content



gives us a better picture of the trends. This can be as sophisticated as APIs that consol-idate all our customer data in one place, or as simple as talking to customer service. By reaching out to our peers, we can compare what we’re finding on the media feeds with what they’re hearing on customer feedback calls, surveys, and emails.Sharing our knowledge with other depart-ments makes a lot of sense when we think about the customer experience; our brand’s influence and reputation isn’t shaped on a single channel. It takes multiple touchpoints to form a relationship, and our customers in-teract with our brand across channels with-out thinking about it. With that in mind, having a thorough understanding of what customers are saying and hearing across their experience keeps us on the forefront of it – and this makes something like crisis communications a lot easier to manage.

…does it make a sound?The short answer is yes.

Every tweet, status update, comment and blog entry outside the firewall is a digital bread-crumb that can inform our PR and marketing efforts.

Every tweet, status update, comment and blog entry is a digital breadcrumb to inform market-ing.

Anyone with the latest media intelligence tools can indeed hear the tweets that fell in the for-est, as well as the ones that made a booming sound and caused the sort of message amplifi-cation we want (i.e., people sharing our con-tent with the folks in their social circles).Most PR pros aren’t strangers to this concept, but we may or may not be getting themost out of our knowledge base.

Shared Knowledge Is SmarterBut social listening isn’t enough, any more than a clipping service is enough: one of the main mistakes that we make in marketing and PR is using siloed data sources without taking a look across the company to see what everyone else is hearing.TIP: Sharing information with other custom-er-facing departments in our organization

Digital Breadcrumbs & Shared Knowledge

Chapter 2

If a Tweet Falls in the Forest...

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Chapter 2 - If a Tweet Falls in the Forrest...


What’s the practical application of all this? Here are six ways that PR pros can actually usesocial data:

6 SOCIAL LISTENING TIPS FOR PR

1. Test messaging – This is one of the more obvious use cases, and that’s because it’s one of the easiest. By listening to social chatter, we can monitor and join conversations to see which way the wind is blowing. We can even test different pitch angles on our audience before we try to engage a journalist. Using our social community to give us an idea as to what res-onates is of particular value during every PR pro’s favorite challenge: crisis communications. Speak-ing of which…

2. Stay ahead of a crisis – The interplay between social and traditional media sources means that a negative article might get to us via Twitter before our traditional media feed picks it up. Forming a good relationship with our social media managers is a must: they are on the front lines, and they’re likely to see trouble a’brewing before we do – espe-cially if they, too, are using a social listening tool.

3. Measure a crisis – If that negative article got to us before our traditional feed picked it up, it unfortu-nately means that the message is being amplified. We may find that there is a small but organized minority of people talking to themselves, or we may find that the conversation is growing in ways we don’t want. The double-edged sword of social message am-plification is something that every PR pro has to manage – and in order to manage it, understanding the scale of the problem is important.

Have a crisis communications protocol in place for the social manager, the customer service reps, and anyone else who has real-time interaction with the customers - and train them to that protocol.

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Chapter 2 - If a Tweet Falls in the Forrest...


All of these efforts are made easier and more accurate with sophisticated tools; being able to add this sort of value to the marketing organization is one way that we can make the case to get them. In Chapter 3, we’ll dig a little deeper into what sort of technology can help inform these sorts of qualitative exercises with hard data.

4. Find influencers and brand advocates – The nature of influence has changed dramatical-ly with the advent of social networks; we may find that our best influencer isn’t actually a journalist, but rather a loyal customer. This was the case with an iPhone case manufac-turer, who listened to Twitter and found that their most ardent fan base was a group of tech buffs in Japan – where they didn’t yet sell their cases. That changed shortly there-after, and penetrating that new market was easier due to already having an engaged fan base.

5. Test creative – Using our social channels to test new creative concepts is a great way to save money on a big production and media spend. Kmart did a fantastic job with this in their “Ship My Pants” video, which was a huge departure from their traditional media advertising. The video went viral, prompting industry analysts to virtually high-five them, and Kmart followed it up with a second, sim-ilarly-styled video.

6. Use paid media to amplify owned and earned – What we’re all striving for is earned media. To that end, when content on our owned media gets attention (giving us a signal that it’s resonating), we should use paid media to promote that content. This gives it a better chance of earning media and magnifying our impact.



Back when we consumed and created mes-sages on products made of paper, the reason that a personal Rolodex was so valuable to the PR profession was simple: the targeted, quality interaction it afforded was more likely to lead to engagement than blindly throwing out a release on the wire, or a pitch to a media database.

Chapter 3

We Need Answers, Not DataQuality Is Simple, Not Easy

Looking at communications this way, things ac-tually haven’t changed much: the key to mas-tering the technology-driven media landscape is finding the right conversation to have with the right person in the right place – in that order. It sounds simple because it is simple. But not necessarily easy.

The social interconnect-edness of modern con-tent sources creates a message amplification effect that can afford PR an amazing earned media upside, but the downside is that we can have way too much of a good thing. Without the right navigational tools to make sense of what’s around us, we are lost in the center of a chaotic sea of conversation unsure of how to move forward.


Chapter 3 - We Need Answers, Not Data


Successful engagement today depends on un-derstanding an almost overwhelming amount of contextual data and navigating a compli-cated system of social interconnectedness. And, to make things even more challenging, we’re not the only ones surrounded by constant chatter: our audience is beseiged by messages flying at them from every direction.

In today’s socially fueled communications In In today’s socially-fueled ecosystem, our core challenge in PR stems from the same place that opportunity does: big data.

We are at the center of a chaotic, endless vor-tex of conversation. Finding our bearings and determining which way to go requires both a high-level view of the overall messaging hori-zon, and the ability to zero in on the people and places that matter at any given moment. By understanding where we’re going, why, and who’s going to be there, we stand a far better chance of engaging the right people in a quali-ty conversation that amplifies our message.

With that in mind, the most critical tool in our PR and marketing arsenal is a sophisticated communications search engine.

If we don’t have a tool to pinpoint what we need to inform and assist our business efforts – whether that be a journalist in the greater Sydney area who wrote positively about solar power in the past year, or a high-level under-standing of what the trends are in alterna-

tive energy worldwide – a bigger haystack just means more digging to find that needle. The reason that a powerful communications search engine is instrumental in modern mes-saging efforts is because, by doing what no mere mortal can – analyzing millions of content sources in the communications ecosystem at once – it enables PR pros to connect the dots and answer questions that used to be both dif-ficult and time-consuming to obtain.

• Is there a journalist out there who’s been writing positively about biodiesel in the greater Houston area in the last 3 years?

• What are our customers saying about us?

• What are our customers talking about?

• Where’s the best place to introduce this message?

• How is our reputation holding up?

• Is our message being seen, heard and shared?

• Is there a journalist who’s already been talking about this?

• Are there any influencers worth engaging? What do they care about?

• What are the general trends in our industry?

• Is there a conversation out there worth joining?

• How are our competitors positioning them-selves per geographical region?

We Need Answers, Not Data

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Chapter 3 - We Need Answers, Not Data


The right conversations direct us to the right course of action

A smart, data-driven digital Rolodex for the technology-driven media landscape qualifies people by the conversations they’re having. The modern communications ecosystem is fueled by conversation, and that conversation can start anywhere by anyone. The right influ-encer for us might be a journalist, or it might be a blogger, or it might just be a brand advocate with a small but loyal following in a highly relevant social community.

By the same token, the panoramic view of the billions of conversations out there gives us the insights we need to set a definitive direction for our programs – and to course correct, as needed. When we have the tools to both navigate the ocean of data around us and get a fix on our destination, we can set a communications course that’s both deliberate and measured.

We’ll get more tactical about how to do that in the following chapters.


A Purposed PR Program Starts with Answers

Part 2


I’ve said it before, and I’ll say it again: engagement is what we’re after, whether we’re in PR , social media, or content marketing. By engagement, I mean measurable engage-ment: a click, a share, and a mention are all indicators of engagement. Before social networks, we were in a monologue-marketing model. Our messages were static, and we broadcasted them to a defined audience. We had no immediate vehicle for our audience to par-ticipate in that message. Today, we are in a dialogue marketing model. Our audience is a con-

nected social community, and our message is - ideally - a conversa-tion within that community. Engagement is what takes

that monologue and turns it into a dialogue: when someone takes the time to share or comment

on our content, we’ve started a conversa-tion - and that’s our primary goal.

The reason that we’re after engagement is simple: engagement in a socially connected online world leads to earned media. That earned media gives us a qualified introduction to a commun ty of people, and as such can meaning-

fully increase our impact. Earned social media is particularly significant: it has

the power to forever amplify our message. That echo can, in turn, earn us traditional

media.

Chapter 4

Why Engagement Mattersof adults online now use social media174%


Chapter 4 - Why Engagement Matters


Social media is dependent upon social networks, and those networks are made up of people who are uniquely attuned to the other people in those networks. That attunement is what makes the social share so powerful. While the Wall Street Journal can give us access to a community targeted by demographics, our Facebook friends are paying attention because they know us and we’ve built up a level of trust with them. If our Facebook friends and Twitter following have come to rely on us for sharing interesting content, we’re more than online influencers: we are media outlets.

Trust Me, I’m Not a Professional

1 Pew Research Center: http://www.pewinter-net.org/data-trend/social-media/social-me-dia-use-by-age-group/

Nielsen’s latest Global Trust in Advertising Report listed this core finding:

In its research, Nielsen found that “recommendations from friends and family remain the most credible.” In 2014, 84% of consumers trusted recommendations from their friends and family – up from 78% in 2007.

The other forms of advertising that jumped a significant amount of percentage points are both owned and earned:

2 “Global Trust in Advertising and Brand Messages,” Nielsen, Sept 2013

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All of this points to word of mouth being more compelling than ever for our brands – and word-of-mouth marketing is the payoff of en-gagement. If we think about it, even tradition-al editorial content is gained by engagement: we’ve just engaged a reporter, as opposed to a Facebook fan.

That said, while we know that earned social media can be a reward of earned traditional media, it also works the other way around.

There is now a firm handshake between traditional journalists, bloggers, and social influ-encers: reporters look to blogs and social chan-nels to both find and research stories, and to find their own angles for stories.

Journalists and PR pros actually have the same job: to communicate a message that is understood and appreciated by the people who see it. That being the case, it makes perfect sense that journalists would do a little social listening to see what sort of messaging might resonate with the public.

As I mentioned previously, if our brand is men-tioned in a post on a social media site or blog, we’re gaining exposure to a community. This

An Indirect Pitch CanBe a Strike

becomes especially powerful when part of that community is a journalist. With so many journalists using blogs and social media sites to

research their stories, the cherry on our com-munications sundae is something I’ll

call the indirect pitch: a journalist

finds our story via every-man editorial content,

and we end up with more coverage via tra-ditional press coverage. The social shareability of content isn’t just a

concern for us: journal-ists are now considering

that too. A recent survey of journalists by Edelman

(they’ve summed it up via an infographic) found that 76% of

journalists feel pressure to think about their stories’ shareability on social networks. The key takeaway: “Social amplification can no longer be an af-ter-thought of media strategies; harness social, paid, and owned channels and consider these key ingredients for successful storytelling.”

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listening – and participating – in conversa-tions. It’s a cycle that powers good com-munity marketing, and rewarding the folks talking about us with a share and a high-five is a great way to pay it forward.

As we talked about in Chapter 3, Big Data marketing is not an exploration for the faint-hearted: in a raging sea of informa-tion, it’s a lot easier to find who and what we’re looking for with a really good boat and a really good navigation system. A good social listening tool will have great data and a great search engine, making the manual labor on qualifying our editorial outreach a lot more minimal.

Good Outreach Takes a Mix of Good Legwork and Good ToolsFinding the right bloggers, journalists, or social influencers to engage takes a little legwork. If we’re starting from scratch, here are some quick (if manual) outreach program tips:

• Check out where competitors are featured.

• Find out who competitors and their industry influencers are following on Twitter.

• Research and follow hashtags that pertain to our industry or specialty, on both Twitter and Facebook.

• Follow industry influencers across a variety of social networks: LinkedIn, SlideShare, Twitter, and other social channels.

• Figure out what else influencers are talking about, and how they’re talking about it.

• Check out story pickup: how are influencers picking up stories? How are competitors reaching out?

Once we understand who’s saying what and where, we’re in much better position to reach out with an informed, meaningful message that helps service both our goals and those of our target influencers. This sort of deliberate, data-driven approach to tailored media out-reach is a far cry from the broadcasted blasts of yesteryear – and that’s why it so much more effective.

Influencer Outreach Doesn’t Stop at CoverageThe more we engage with the community around us, the more likely they are to follow us. As PR pros, our community includes bloggers, social influencers, and journalists. The social di-alogue model means that we should keep

Working with our social media manager to make sure that our influencer strategy is aligned ensures that we don’t duplicate efforts – or miss anyone. In a perfect world, we have a joint influencer strategy that assigns specific influencer relationships to specific people within our companies.

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Chapter 5

Measure What MattersVanity Metrics vs. Actionable Metrics

Actionable Metrics Reflect Achievement, Not OpportunityHistorically, those of us on the qualitative side of marketing – PR, social media, events – used the success metrics available to us by our channel partners to provide marketing KPIs for our programs. The most common ones we used typically had to do with community size: impressions, reach, fans, attendees, etc.Listing our community size on reporting isn’t necessarily a bad idea: big numbers look good on charts and graphs, and it gives us an idea of how many people we might reach on any given channel. That said…

The problem with using community size itself as an indica-tion of success is that community size is an opportunity – not an achievement. Quality Interaction Was Always the Point of PR KPIsAs we talked about in Chapter 4, our #1 goal in today’s communications ecosystem is spurring engagement to start a dialogue.

Now that our media has become inter-active, we have ways to examine and track qualitative engagement. Figur-ing out what those metrics are is as simple as understanding the differ-ence between vanity metrics (oppor-tunity) and engagement (achieve-ment). The former is a possibility, and the latter is a proof point of our success in inciting an action that helps move our PR goals forward. With that in mind, here’s a little matrix to illustrate the point:

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Chapter 5 - Measure What Matters


3 Steps to Measuring PR

If we look at the PR programs of yore, we can recognize that our goal was never “im-pressions” – it was to make a good impression that would, eventually, lead the person behind the eyeballs (i.e., a journalist, and by extension his or her readers) to act in our brand’s favor. That action might have been writing an article, becoming a custom-er, or simply passing the word along to a friend or col-league. Looking at communi-cations that way, one thing is clear: while the PR and mar-keting landscape has been irrevocably changed by social technology, the primary goal of our programs has remained the same – and now, we can measure it. Here’s how:

1. Determine What Engagement Looks Like on Each ChannelEngagement simply means that someone decided to share our message. The matrix above lists the most common channels we use in PR these days, but you may have more.

2. Measure and Qualify EngagementHow many people took an action on behalf of our brand? Now that we know what engagement looks like, measuring it is easy with the right tools. A good media intelligence tool will identi-fy and quantify that engagement for us. Something to bear in mind is that we want to track the social shares not just from our paid and owned channels, but our earned ones too (e.g., how many shares did that article in the Huffington Post garner?). That sort of channel-specific analysis will help us both measure and qualify our engagement.

Now, to answer the age-old communi-cations question: is our message actually being heard? The qual-itative side of measurement is less linear, but still doable. An advanced media intelligence tool allows us to set up a variety of custom searches to really hone in on what we’re after, making

Keeping track of the social shares on all in-stances of paid, owned and earned media so gives us a holistic view of our impact

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comparative analysis a snap.

EXAMPLE: Monitoring the Superbowl 2015, we at Meltwater set up a series of searches around different brands to see whose advertising spends caused the most resonance, and what the senti-ment was among the chatter. If we’re monitoring an event in real time and something unexpected happens – like Oreo’s 2013 Superbowl power out-age tweet – we can quickly craft a new search to figure out its impact in context.

Another useful media intelligence feature for PR is “threshold alerts,” which let us know

when a term (like our brand name) is resonat-ing more than normal. These in conjunction with custom searches can help us track wheth-er or not the language and positioning we’re introducing into the market is being adopted. If it’s not, by listening we’ve identified both what messages are out there, and where we might insert ourselves and/or engage in order to change that.

New media intelligence also gives us metrics that were hard to come by previously: geo-graphical spread, poster demographics, and overall sentiment.

Our PR metrics therefore might list a hard number of retweets, and we can qualify our success with sentiment analysis and spread (is our message moving beyond where it was previously?). We can then show a few concrete examples (i.e., screenshots) of our message being out there organi-cally, in the form of other folks adopting it.

Fostering a productive conversation with the right people starts and ends with listening.

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3. Measure ReachThe reach and impression numbers that our channel partners give us are also an important part of our PR metrics – impres-sions are, after all, at the top of a purchase funnel, and we want to understand the opportunity there. This is the PR metric we’re most used to using: in a time of offline communications, it was the best one available that demonstrated the value of media placement.

Because our earned, paid and owned channels work together to increase our impact, measuring our reach in conjunction with both hard engagement metrics and qualitative messaging anal-ysis gives us a systematic, comprehensive view as to the success of our campaign.

Competitive Benchmarking

One piece of reach measure-ment still missing is the social amplification that takes place off the social app’s site. Face-book, for example, will give us reach numbers for content we own, earned or paid for on Facebook, but they won’t give us the reach for the 1200 shares we garnered from that Huffington Post article. With that in mind, it’s important to keep track of those shares with an understanding that there is an unknown but real impression number attached to them.

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One of the most advantageous uses of all that social and tradi-tional media data outside the firewall is competitive compari-son: our competition’s data is just as public as ours is.

Once we set our own messaging goals and understand what we’re after, it’s worth using our technology tools to craft the same searches with the competitive landscape in mind. This can be as simple as taking advanced Boolean searches we’ve set up in our engine to monitor ourselves, and replacing our brand name with a competitor’s name.

5 Competitive Insights for PR We can come to a deeper understanding of our competitors by checking out not only what the community is saying about them, but also what they’re saying to their community. Here’s a quick list of things we might want to listen for in the competi-tive landscape:




1. Positioning – How are our competitors talking about themselves? 2. Community Relations – Are their customers, investors and employees happy with them? What are the

main themes there? How are they responding to complaints, compliments and requests?3. Content – What’s working for them – and what’s not?4. Product & Services – Have they made any product or service announcements? What’s their position-

ing? What’s the reaction? 5. New Markets – Any news of a bigger building or a lease in a new city?

A Final Note to the PR ProAfter reading this book, you should have a thorough understanding of how modern media intelli-gence can shape our communications programs for the better.

At the end of the day, it’s important that our higher-ups understand that our PR program has more to do with growing awareness and nurturing influencer relationships than closing the deal – and that’s as it should be.

PR programs usually have an indirect but strategic connection to business goals, and proving our value doesn’t have to mean an immediate sale off an article. However, we must understand and demonstrate how our programs encourage prospects and customers into our purchase funnel.

Although social technology has flooded our messaging landscape with nonstop information, find-ing the golden nuggets of business knowledge that help us craft and measure our efforts is well within our reach if we have the right tools and the right methodologies.

If you’d like to learn more about running smarter PR programs in today’s dynamic marketing envi-ronment, please hop on over to some of our resources:

Meltwater Marketing Blog Meltwater Insights

https://twitter.com/meltwaterhttps://www.facebook.com/MeltwaterGrouphttps://www.linkedin.com/company/meltwater-grouphttps://plus.google.com/+meltwater/postshttp://www.meltwater.comhttp://www.meltwater.com/blogs/public-relations-blog/meltwater.com/insights/http://www.meltwater.com/products/meltwater-buzz-social-media-marketing-software/

www.meltwater.com

http://www.meltwater.com

_GoBack_GoBack_GoBack_GoBack_GoBackA Note to the Savvy PR ProAbout The Author

Let’s Redefine Media IntelligenceTraditional Media Intelligence Is No Longer Smart EnoughLook Beyond the Firewall for Outside Insight

If a Tweet Falls in the Forest...Digital Breadcrumbs & Shared Knowledge6 SOCIAL LISTENING TIPS FOR PR

We Need Answers, Not DataQuality is Simple, Not EasyWe need answers, not data

Why Engagement MattersTrust Me, I’m Not a ProfessionalAn Indirect Pitch Can

Measure What MattersVanity Metrics vs. Actionable Metrics3 Steps to Measuring PRCompetitive Benchmarking

A Final Note to the PR Pro

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